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I’ve just finished reading this book by Bill Eddy, president of the High Conflict Institute. He is a family law specialist and a clinical social worker. He’s seen his fair share of difficult people. But you don’t have to be a specialist to have encountered people at work, socially or in our private lives who disrupt things and cause us problems.

Before I took up my first position as a nurse in a remote area clinic I attended a workshop in Brisbane called, “Dealing with Difficult people in the Workplace.” I met the manager of the clinic I was soon to fly to there. In what I later understood , she said in her straightforward and abbreviated style, “I’m here because I’ve got a difficult person in the clinic. She’ll be in charge when you arrive, just avoid her!” There’s a vast number of books advising how to leave, avoid or manage high-conflict people in our lives. If it were as simple as “just avoiding them” we’d all have peaceful lives.

Bill Eddy notes that, “…you can’t identify an HCP (high conflict personality) by their profession or by how much other people trust them. In fact, highly admired leaders and members of the helping professions (teachers, physicians, therapists, nurses etc), may be slightly more likely to have personality disorders than people in other lines of work, because of an attraction to the intimate relationships and authority positions in these professions.” Interesting thought. I’ve certainly come across disruptive people working in hospitals and clinics among vulnerable patients and kind-hearted staff.

I recommend this book for at least becoming more aware of, spotting warning signs and managing relationships and stressful interactions with difficult people, wherever we might find them. And for recognising when we ourselves might be that person.